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INTERCULTURAL MANAGEMENT (2)

Explore regional management styles and external influences from North America, Asia, Europe, and Africa, analyzing cultural conflicts and key points in intercultural negotiations. Learn about common mistakes, negotiation strategies, and success criteria in cross-cultural business interactions.

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INTERCULTURAL MANAGEMENT (2)

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  1. INTERCULTURAL MANAGEMENT (2) Styles, conflicts & negotiations Alain LOUVEL 2009

  2. REGIONAL MANAGEMENT STYLES

  3. External INFLUENCES • NORTH AMERICAN model relationship with trade-unions show, “firms fair”, convention competition, research of profit self made man, self marketing entrepreneurship model, risky business, innovation, individual performance , “networking”, intranet,...

  4. External INFLUENCES (2) • ASIAN MODEL chinese influence confucianism = moral, customs strong social links protocol, rank the group : no priority to the individual WARNING : cultural differences between Japan, China, Indonesia,...

  5. External INFLUENCES (3) • EUROPEAN MODEL does it exist ? definition ? • Some variables : - French model, mediterranean - German model - Anglo-saxon model - Scandinavian model - “eastern” model,… • A lot of other variables ! But a common continental trend !

  6. External INFLUENCES (4) • AFRICAN MODEL strong links with the “metropoles” (colonization) a modern-traditional “melting pot” firm as a real “family”, tribes “patrilineal” or “matrilineal” rules

  7. BUT …. • There are national differences • “COUNTRY” dimensions are modified by “regional” sub-cultures • Some big influence BLOCKS exist ! • About the FUTURE ? Huge homogenous blocks with local cultural realities !

  8. CULTURAL CONFLICTS in the firms

  9. Intercultural relationships are not always easy to manage ! • They create tensions and conflicts • CULTURAL SHOCK : domination, submission or riot, resistance • MECHANISM : “ culture is an analysis tool through which we are looking and judging the OTHER” • HIERARCHY / according to one’s own culture COMPARISON ===> DISTANCE

  10. Which means…. • CULTURAL CATEGORIES if number of info is huge = classes infos / groups = specificities analysis emphasize intergroups similarities and intergroups differences • COMPARISON & HIERARCHY adhesion or reject / values difficult to react as the OTHER ! “alien” !

  11. Which means…. (2) • EXAGERATION of CULTURAL DISTANCES : discrimination / risks and aims “focus” according to its own values defense system

  12. COMMON MISTAKES at the origin of cultural conflicts

  13. Simplification of REALITY • In front of “misunderstandable foreign” behavior, we are looking for stress limitation System balance…. Homeostasis … • Predetermined ideas help to reduce complexity, to increase security feeling and to enhance self-esteem • DEVALUATION OF THE OTHER !

  14. 1. STEREOTYPES : / categories instant beliefs, simplifying reality caricatures (german = worker) fixed and uncompleted image • 2. PREJUDICE : subjectivity coming to a conclusion before knowing (german = war) judgment based on personal environment or first sight impressions • 3. JUDGEMENTS OF VALUES : beauty ? Different from REALITY judgment

  15. CONSEQUENCES ? • Relationship between groups = strengths relationships, risk of domination / “superior” values ! 1. Conformity to dominant culture conflict, rejection? 2. Consensus or compromise research avoidance / “open conflict” 3. minimum innovation

  16. CONSEQUENCES ? (2) 4. Change in the polarization what is common to both sides = solution basis 5. Rupture, BREAK !

  17. INTERCULTURAL NEGOTIATION

  18. KEY POINTS • Knowing customs and cultural codes different reference systems BEFORE the NEGOTIATIONS !!! • words, facts, body language, attitudes = different meanings / cultures • TRANSGRESSIONS / cultural codes : behaviours, languages, gestures,… (ex: Finland / silence, distances, speaking interruption,…)

  19. Understanding the styles of behaviours for each negotiator : - sensation (USA) - instinct, impulse (Fr) - thinking, rationality (D) - feelings, emotion (Arg) • Huge differences between : Sensation-instinct & thinking-feelings

  20. Fragmenting the process into different steps: • Identifying the styles of negotiation : conflict, distributive, win-lose or consensus, integrative, win-win “confrontation” or “cooperation”? POST- NEGOTIATION PREPARATION NEGOTIATION

  21. Adapting its strategy, tactic / contexts dealing with partners’ nature, characteristics, culture, environment • Being FLEXIBLE / tactics ! • The DINOSAUR-MOUSE history…

  22. SUCCESS CRITERIA • STRICT and DEEP PREPARATION • ACTIVE LISTENING and EMPATHY • INTERCULTURAL RELATIONSHIP EXPERIENCE • KNOWLEDGE about COUNTRY, HISTORY, GEOGRAPHY, PEOPLE, CULTURAL SPECIFICATIONS

  23. SUCCESS CRITERIA (2) • But also … LAW, REGULATIONS, COMMERCIAL MANNERS, HABITS have to be taken into account. • OPEN MINDED, PATIENCE, ADAPTATION • ACCEPTING the UNPLANNED FACTS • BE ABLE TO ADAPT TO CUSTOMERS’ BEHAVIOUR and CULTURAL VALUES !

  24. REMEMBER ! • Big differences exist between : - business negotiation project, LT, built relationship - commercial negotiation “impact”, S&MT, forced relationship • There are many lists of frequent culturalrisks • Beware of INTERCULTURAL COMMUNICATION in advertising !

  25. USA “chess” game direct strategy attack numerical superiority “death” MAT CHINE “Go” game Indirect strategy defence movement, asphyxia advantage + 1 piece A type of NEGOTIATION

  26. And about … FRENCH CULTURE perception

  27. funny MAP of France !

  28. * Attracted by POWER : France was powerful because of it’s glorious past ! * tend to see things in their historical context and relate contemporary events to their origins

  29. FRENCH PSYCHOLOGY : • « how can you govern a country that makes 365 kinds of cheese ? »DE GAULLE • latin in their behaviour, influenced by the catholic faith • * individuality : poor « team players » • « l’état, c’est MOI ! » king LOUIS XIV

  30. slow food vs. ... fast food !

  31. as my dear English best "personal enemy" always says : remember azincourt... " I HATE THE FRENCH !!! "

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